Unpacking Santa Ono’s Resignation: Insights into Tensions with University of Michigan Regents

Santa Ono’s resignation as president of the University of Michigan has stirred a lot of conversation. His letter hinted at tensions with some board members, suggesting that his ability to lead was compromised. In a candid note to Board of Regents Chair Katherine White, he stated it wasn’t an easy choice for him and his wife, Wendy Yip. He believed the current dynamics made it hard for him to fulfill his role effectively.

Once he announced on May 4 that he would be moving to Florida for a president role at the University of Florida, resistance from various groups followed. On June 3, the Florida Board of Governors rejected his appointment, voting 6-10 amid backlash over his past support for diversity initiatives and pro-Palestine activism.

Although many board members stayed silent, Regent Jordan Acker took a jab at Ono’s failed attempt in a social media post, quoting Fran Lebowitz. Acker suggested that Ono lacked genuine beliefs and instead sought approval.

Ono had previously turned down offers from prestigious institutions like Oxford and Harvard but felt compelled to take the Florida position due to the situation at Michigan. After his resignation, White confirmed it would be effective for all roles at the university, including Ono’s faculty position.

Interestingly, Ono’s contract differed significantly from that of his predecessor, Mark Schlissel, who was removed for misconduct. Schlissel retained his faculty position with substantial protections after his dismissal. In contrast, Ono’s initial contract waived those protections, leading to questions about his future at the university.

In late 2024, Ono’s contract was extended to 2032 with a salary bump to $1.3 million, but he failed to give the six-month notice required for a voluntary resignation.

This scenario isn’t just a Michigan issue; it reflects a broader trend in higher education where leaders navigate political and social landscapes while trying to maintain their positions. According to a recent survey by the American Council on Education, nearly 70% of university presidents report feeling pressure from external groups regarding their leadership decisions.

Ono’s case emphasizes how institutional dynamics can drastically alter career trajectories and raises important questions about governance in higher education.

For more insights on university leadership challenges, you can check resources from the American Council on Education.

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